Optimisation

From project to BAU: setting an ERP improvement roadmap

Structure post-implementation improvements around measurable value and delivery capacity.

Without a roadmap, improvement work turns into ad hoc requests with weak business value.

Create quarterly release trains with prioritisation criteria agreed by leadership.

Track realised value per release to sustain executive support.

Why this matters

• Once the initial project ends, ERP teams need a visible way to prioritise improvements so the platform keeps getting better instead of becoming a dumping ground for requests.
• A BAU roadmap should balance small operational fixes, control improvements, reporting gains, and strategic platform enhancements.
• Leadership support tends to hold when each release is tied back to measured value, reduced risk, or reduced manual work.

What to check in practice

• Without a roadmap, improvement work turns into ad hoc requests with weak business value.
• Create quarterly release trains with prioritisation criteria agreed by leadership.
• Track realised value per release to sustain executive support.

Mistakes that create avoidable project pain

• Confusing software functionality with business readiness.
• Assuming a partner or vendor will solve unclear process ownership for you.
• Treating post-selection execution risks as someone else’s problem.

What to do next

• Translate the key points into a shortlist scorecard, project risk log, or operating checklist the team can use immediately.
• Use the article to shape the next vendor demo, partner workshop, or internal decision forum rather than leaving it as passive research.
• Pair this article with a relevant guide or comparison page before final decisions are made.